《Hit Refresh》-Satya Nadella

最近读完了Satya的hit refresh,又认识了一位大神。


微软CEO–Satya Nadella快问快答–我如何进行工作

来自 <https://www.bilibili.com/video/BV1aA41187XN?from=search&seid=17894165947205318431>



Q: what’s the first thing you do when you wake up in the morning?

A: wear my running shoes



As long as you enjoy it, do it mindfully and well, and have an honest purpose behind it, life won’t fail you. – p22



I was able to switch my admission to the part-time program at Chicago, but then never told anyone that I was flying to Chicago for weekends, I finished my MBA in two years and was glad I did.- p29


He knew that if I lost my confidence it would be hard to get it back, that is what leadership is about, it’s about bringing out the best in everyone. – p40



Purpose, innovation, empathy. The raw material for the transformation we are undergoing today. – p40


I had a very good idea about where we needed to go – p55

“as a leader, you at least need to know where you need lead your team, where are you going”


A key hire for Azure was Joseph Sirosh, whom I recruited from Amazon, he had been passionately working in ML for all his professional career, and he brought that passion to his new role at Microsoft – p59

“adding important key people to the team to make something great”


A leader must see the external opportunities and the internal capability and culture – and all of the connections among them – and respond to them before they become obvious parts of the conventional wisdom – p62

“where are we going?(vision), who are we? What can we do?”


Bill and Paul Allen founded Microsoft, Steve, the passionate leader, salesman, and marketer, and bill the technology visionary, they shaped hundreds of executives who today run global businesses everywhere – p64


Technology is nothing more than the collective soul of those who built it, the technology is fascinating, but even more fascinating is the profound obsession of its designers,

Design is the fundamental soul of a man-made creation that ends up expressing itself in successive outer layers of the product or service. – p69


Makes powerful technology accessible to everyone and every organization.-p69


To lead with a sense of purpose and pride in what we do. – p71


Listening was the most important thing I accomplished each day because it would build the foundation of my leadership for years to come – p75


How do we take our technologies and do things that speak to our identity and add qnique value for our customers? – p76


At the end of the next year, if we were tried in a court of law and the charge was that we failed to pursue our mission, would there be enough evidence to convict us? – p78


I also needed to get the right people on the bus to join me in leading these changes. – p80

“don’t always think that you need to figure things out by yourself, ask people around, inspire them to work together”


Empowering everyone on the planet to achieve more – P79


What was the spirit behind the first line of code ever written for the BASIC interpreter on that primitive computer the Altair? – P87



Culture is multifaceted, “a kind of social unconscious” with razor precision, values, customs, beliefs, and symbolic practices, culture is how an organization thinks and acts, but individuals shape it – p91


Chapter 4 : a cultural renaissance


I like to think that the C in CEO stands for culture – P100


Exercising a growth mindset every day in three distinct ways:

#1:meet a customer’s unarticulated and unmet needs with great technology, absorb with deeper insight and empathy what they need. It’s about being able to predict things that customers will love. – p101


The fundamental source of resistance to change is fear of the unknown. – p110


A leader has to have an idea what to do – to innovate in the face of fear and inertia, sometimes it feels like a bird learning to fly, you flap around for a while and then you run around – p111


Three leadership principles:

1.create clarity to those you work with, leaders take internal and external noise and synthesize a message from it.

2.leaders generate energy, they inspire optimism, creativity, shared commitment, and growth through times good and bad.

3.they find a way to deliver success, to make things happen.



Chapter 5: friends or frenemies?



success can cause people to unlearn the habits that made them successful in the first place-p128

People become arrogant when they got successful, they think they are the kay, but the truth is , it’s the habits that made them successful


Seeking to understand not just the words we are hearing but the underlying intentions – p135


“独当一面, I don’t care how, just get things done!” – p133


A strategy that failed in the past might work in the future, technology changes – p136



Chapter 6: beyond the cloud


We tend to overestimate what we can achieve in the short run, but underestimate what can be achieved in the long run. – p140


Look at our investment strategy across three growth horizons: first grow today’s core businesses and technologies, second, incubate new ideas and products for the future; and third, invest in long-term breakthroughs- p142


Nietzsche : he who has a ‘Why’ to live for can bear almost any ‘How’; – 147



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